A community of practice (CoP) situated in a health and risk context is an approach to collaboration among members that promotes learning and development. In a CoP, individuals come together virtually or physically and coalesce around a common purpose. CoPs are defined by knowledge, rather than task, and encourage novices and experienced practitioners to work together to co-create and embed sustainable outputs that impact on theory and practice development. As a result, CoPs provide an innovative approach to incorporating evidence-based research associated with health and risk into systems and organizations aligned with public well-being.
CoPs provide a framework for constructing authentic and collaborative learning. Jeanne Lave and Etienne Wenger are credited with the original description of a CoP as an approach to learning that encompasses elements of identity, situation, and active participation. CoPs blend a constructivist view of learning, where meaningful experience is set in the context of “self” and the relationship of “self” with the wider professional community. The result is an integrated approach to learning and development achieved through a combination of social engagement and collaborative working in an authentic practice environment. CoPs therefore provide a strategic approach to acknowledging cultural differences related to translating health and risk theory into practice.
In health and risk settings, CoPs situate and blend theory and practice to create a portal for practitioners to generate, shape, test, and evaluate new ideas and innovations. Membership of a CoP supports the development of professional identity within a wider professional sphere and may support community members to attain long range goals.
Brenda L. Berkelaar and Millie A. Harrison
Broadly speaking, cybervetting can be described as the acquisition and use of online information to evaluate the suitability of an individual or organization for a particular role. When cybervetting, an information seeker gathers information about an information target from online sources in order to evaluate past behavior, to predict future behavior, or to address some combination thereof. Information targets may be individuals, groups, or organizations. Although often considered in terms of new hires or personnel selection, cybervetting may also include acquiring and using online information in order to evaluate a prospective or current client, employee, employer, romantic partner, roommate, tenant, client, or other relational partner, as well as criminal, civil, or intelligence suspects. Cybervetting takes advantage of information made increasingly available and easily accessible by regular and popular uses and affordances of Internet technologies, in particular social media. Communication scholars have long been interested in the information seeking, impression management, surveillance, and other processes implicated in cybervetting; however, the uses and affordances of new online information technologies offer new dimensions for theory and research as well as ethical and practical concerns for individuals, groups, organizations, and society.
Multicommunication means interacting with several people separately but at the same time. Usually multicommunication refers to parallel conversations enabled by communication technologies. The essential element is interactivity: in multicommunication, several mutual, two-way interactions are managed between people. A few adjacent concepts related to multicommunication have also been used in the literature, including multitasking, media or electronic multitasking, polychronicity, and polychronic communication.
Research interest in multicommunication is growing. Whereas the nascent phases of multicommunication research were largely concerned with observing the manifestation and characteristics of the multicommunication phenomenon, defining the concept of multicommunication, and differentiating multicommunication from similar concepts, contemporary research has spread out in many directions. Three main topics can be distinguished in multicommunication research: motivators of multicommunication, management of multicommunication, and consequences of multicommunication. The research contexts for multicommunication to date have been predominantly limited to working life. Very few studies have actually focused on family communication, contacts between friends, or other contexts involving communication in private life.
For their preferred methods in empirical multicommunication research, most scholars to date have used surveys, interviews, diaries, critical incidents, and other self-reports, as well as laboratory experiments. Researchers are beginning to learn quite a bit about the motivators and consequences of multicommunication, as described by employees in the workplace. Multicommunication research would thus benefit from the observation and analysis of natural communication found in actual contexts, settings, and relationships.
Brenda L. Berkelaar and LaRae Tronstad
How people negotiate the work–life interface remains a popular topic for scholars and the public. Work–life research is a large body of interdisciplinary scholarship that considers how people experience, navigate, and negotiate different roles, commitments, and boundaries within and across life domains—often with the goal of improving individual, organizational, and social well-being and success. Spurred by demographic, social, economic, and technological changes, scholars take difference perspectives on overlapping research areas which include work–life balance, work–life conflict, work–family conflict, boundary management, work–life enrichment or facilitation, as well as positive or negative spillover. Key issues addressed include the implications of framing work–life as a dichotomy, drivers of work–life outcomes, how ideals shape work–life negotiations, how individuals negotiate everyday work–life challenges and opportunities, and the influence of evolving information and communication technologies on the work–life interface. Research from multiple disciplines highlights the demographic, economic, moral, cultural, and national factors that affect work–life practices, processes, policies, tactics, and outcomes. This multidisciplinary perspective provides relevant insights for generative research and resilient practice for individuals, groups, organizations, or societies.
Brenda L. Berkelaar and Millie A. Harrison
Organizational socialization is the process by which people learn about, adjust to, and change the knowledge, skills, attitudes, expectations, and behaviors needed for a new or changing organizational role. Thus, organizational socialization focuses on organizational membership, which includes how people move from being outsiders to being insiders and how people move between organizational roles within and across organizations over time. To date, research has focused on how employment organizations encourage newcomers to align with existing role expectations via tactics that encourage assimilation. However, organizational socialization is a dynamic process of mutual influence. Individuals can also influence and shape the organization to align with their desires, via personalization tactics. Thus, organizational socialization describes the process by which an individual assumes a new or changing role in ways that meet organizational and individual needs.
Most research on organizational socialization focuses on how newcomers enter paid work environments. Researchers often focus on the tactics organizations use to encourage people to assimilate into the organization during the early or entry stage. Less attention has been given to the later stages of organizational socialization (active participation, maintenance, exit, and disengagement), non-work organizations, and transitions between roles within an organization. However, a growing body of research is considering organizational socialization into volunteer roles, new or changing roles, and later stages of socialization such as exit and disengagement. Scholars and practitioners also increasingly recognize how individual, organizational, contextual, and technological factors (e.g., socioeconomic status, race, gender, new information and communication technologies, time, and boundaries) may alter how organizational socialization works and with what effects—thereby offering insight into the underlying processes implicated in organizational socialization. Future areas of research related to context, time, boundaries, communication, and the ethics of organizational socialization are highlighted.